6 smart ways to use the Christmas lull to prepare for a strong Q1

For many leaders, the days between Christmas and New Year offer a rare pause.

Meetings slow down, inboxes quieten and decisions are momentarily less urgent. While it may be tempting to fully switch off, this lull can be one of the most valuable periods in the year to prepare for a strong first quarter.

Used wisely, it allows leaders to think more clearly, plan more deliberately and enter January with focus rather than fire-fighting.

Here are six smart ways to use the Christmas lull to set the tone for Q1.

1. Review what truly worked in 2025 – beyond the numbers

Financial performance matters, but it rarely tells the full story. The quieter end-of-year period is an opportunity to look past headline figures and assess what genuinely worked operationally and culturally.

Which decisions improved speed, morale or clarity? Where did bottlenecks persist despite good results? Understanding why certain initiatives succeeded or failed is far more valuable than simply noting the outcomes.

This reflection helps avoid repeating mistakes in Q1 and reinforces practices that are worth scaling.

2. Identify one operational issue to fix early in January

Trying to fix everything at once is rarely effective. Instead, leaders can use this period to pinpoint one operational issue that consistently creates friction – whether it is approval delays, reporting gaps or inefficient handovers.

Choosing a single, high-impact issue to address in January increases the likelihood of meaningful improvement. It also sends a clear message to teams that the new year is about focus and execution, not endless change initiatives.

3. Re-evaluate suppliers, partners and outsourced functions

The Christmas lull offers breathing space to review external relationships without the pressure of immediate deadlines. Are suppliers still delivering value? Have costs crept up without a corresponding improvement in service? Are outsourced functions still aligned with business priorities?

Even without making immediate changes, reviewing contracts and performance now allows leaders to enter Q1 better prepared for renegotiations or strategic adjustments later in the year.

4. Audit internal communication and decision-making flow

Many organisations struggle not because of a lack of talent, but because information does not move efficiently. The end-of-year slowdown is a good time to assess how decisions are communicated and executed internally.

Are teams clear on who decides what? Do approvals take longer than necessary? Are key messages getting lost between management layers?

Improving communication flow often requires small structural changes rather than major overhauls – and January is an ideal time to implement them.

5. Set one non-financial leadership goal for Q1

Financial targets dominate year-end planning, but leadership effectiveness often determines whether those targets are met. Setting a non-financial goal – such as improving feedback quality, reducing unnecessary meetings or increasing leadership visibility – can have a disproportionate impact.

These goals are easier to define when there is space to think, and they help leaders remain intentional about how they lead, not just what they deliver.

6. Block strategic thinking time before normal pace resumes

Once January begins, calendars fill quickly. Leaders who do not protect time for strategy often find themselves reacting rather than directing.

Using the Christmas lull to block dedicated strategy sessions in early January ensures that long-term priorities are not immediately overshadowed by day-to-day demands. Even a few protected hours can make the difference between a reactive quarter and a focused one.

The Christmas lull is not about working harder when others slow down. It is about thinking more clearly when distractions are fewer. Leaders who use this period intentionally often enter Q1 with greater confidence, clarity and control – advantages that compound long after the festive season ends.